1. Everything is a case study. 2. When a problem occurs, conduct the discussion at two levels: 1) the machine level (why that outcome was produced) and 2) the case-at-hand level (what to do about it). 3. When making rules, explain the
1. Constantly compare your outcomes to your goals. 2. Understand that a great manager is essentially an organizational engineer. 3. Build great metrics. 4. Beware of paying too much attention to what is coming at you and not enough attention to your
Source: Ray Dalio's Book Principles
Have people “complete their swings” before moving on to new roles. Source: Ray Dalio's Book Principles
1. Don’t collect people. 2. Be willing to “shoot the people you love.” 3. When someone is “without a box,” consider whether there is an open box that would be a better fit or whether you need to get them out of
1. When judging people, remember that you don’t have to get to the point of “beyond a shadow of a doubt.” 2. It should take you no more than a year to learn what a person is like and whether they are
1. If someone is doing their job poorly, consider whether it is due to inadequate learning or inadequate ability. 2. Training and testing a poor performer to see if he or she can acquire the required skills without simultaneously trying to assess
1. Make your metrics clear and impartial. 2. Encourage people to be objectively reflective about their performance. 3. Look at the whole picture. 4. For performance reviews, start from specific cases, look for patterns, and get in sync with the person being
1. Build your synthesis from the specifics up. 2. Squeeze the dots. 3. Don’t oversqueeze a dot. 4. Use evaluation tools such as performance surveys, metrics, and formal reviews to document all aspects of a person’s performance. Source: Ray Dalio's Book Principles
Recognize that while most people prefer compliments, accurate criticism is more valuable. Source: Ray Dalio's Book Principles